Complete alignment of purposes Essay Example for Free

Complete alignment of purposes Essay Functionalism is the complete alignment of purposes of different sectors of society. This encompasses the inter-dependence of different social attributes to make the society survive (McClelland 1). In terms of schooling in the US, educational institutions serve as the primary educating sector for the population. The main function of schooling is to promote the total knowledge build up of younger individuals so that they may be able to contribute good effects not only to their respective lives but to function as an element for the whole society. More importantly, schooling functions to disseminate what is supposed to be the norms and roles of each individual. In the classroom, the main approach to realize the functional contribution of schools is by using instructors. The teachers have a delegated format of teaching which exposes the students to day to day â€Å"functional† tasks such as participating in discussions, taking examinations and interacting with each other to fulfill a certain goal say for example in completing a group project. Basically, the main advantage of having a functionalist perspective is that each member works for the survival of the system. Although there may be a generic principle in making the mindsets of individuals aware of the natural goal, they can be divided into segments according to their capabilities and possible contributions. In such a way, a functionalist perspective starts to regard the importance of each small parts arriving at a single union of goals for the whole system. However, there are also disadvantages in using the philosophy of functionalism. For one, functionalism reduces the possibility for improvement. Social change may be too difficult to achieve if all of the parts of the system have already accepted their roles and became highly attached to them. The society may then become too static and might face a great dilemma if ever it wants to drastically change itself for the better. Works Cited McClelland, Kent. Functionalism. Grinell. 2000. 29 Jan 2008 http://web. grinnell. edu/courses/soc/s00/soc111-01/IntroTheories/Functionalism. html.

Mission Statement Essay Vision Statement Essay

Mission Statement Essay Vision Statement Essay Mission Statements Vision Statements Vision Statements and Mission Statements are the inspiring words chosen by successful leaders to clearly and concisely convey the direction of the organization. By crafting a clear mission statement and vision statement, you can powerfully communicate your intentions and motivate your team or organization to realize an attractive and inspiring common vision of the future. â€Å"Mission Statements† and â€Å"Vision Statements† do two distinctly different jobs. A Mission Statement defines the organizations purpose and primary objectives. Its prime function is internal to define the key measure or measures of the organizations success and its prime audience is the leadership team and stockholders. Vision Statements also define the organizations purpose, but this time they do so in terms of the organizations values rather than bottom line measures (values are guiding beliefs about how things should be done.) The vision statement communicates both the purpose and values of the organization. For employees, it gives direction about how they are expected to behave and inspires them to give their best. Shared with customers, it shapes customers understanding of why they should work with the organization Vision Statements are difficult to write they should short, clear, vivid, inspiring and concise without using jargon, complicated words or concepts. Successful Statements are memorable and engaging. A combination of both a companys mission and a companys vision of the future may be included in a Mission Statement. No wonder there is so much confusion between Vision Statements and Mission Statements! Sample Vision Statements Definition of a Vision A Vision is defined as An Image of the future we seek to create. Definition of a Mission A Mission is defined as Purpose, reason for being. Defined simply Who we are and what we do. What is the difference between Mission Statements and Vision Statements? A good definition for a Mission Statement is a sentence or short paragraph which is written by a company or business which reflects its core purpose, identity, values and principle business aims. The definition for Vision Statements is a sentence or short paragraph providing a broad, aspirational image of the future. Mission Statements therefore contain important information about a company in a nutshell. This should include the the company mission ( what the company does, its products, its services and its customers). These types of Statements focus on today Vision Statements therefore contain details of the companys future its vision ( the future plans with aims and objectives )These types of Statements focus on tomorrow. An organizational mission is an organizations reason for existence. It often reflects the values and beliefs of top managers in an organization. A mission statement is the broad definition of the organizational mission. It is sometimes referred to as a creed, purpose, or statement of corporate philosophy and values. A good mission statement inspires employees and provides a focus and direction for setting lower level objectives. It should guide employees in making decisions and establish what the organization does. Mission statements are crucial for organizations to prosper and grow. While studies suggest that they have a positive impact on profitability and can increase shareholder equity, they also support that almost 40 percent of employees do not know or understand their companys mission. Not only large corporations benefit from creating mission statements but small businesses as well. Entrepreneurial businesses are driven by vision and high aspirations. Developing a mission statement will help the small business realize their vision. Its primary purpose is to guide the entrepreneur and assist in refining the planning process. By developing a strategic plan that incorporates the mission statement, entrepreneurs are more likely to be successful and stay focused on what is important. The mission statement encourages managers and small business owners alike to consider the nature and scope of the business. Business Week attributes 30 percent higher return on several key financial measure for companies with well-crafted mission statements. COMMON ELEMENTS While mission statements vary from organization to organization and represent the distinctness of each one, they all share similar components. Most statements include descriptions of the organizations target market, the geographic domain, their concern for survival, growth and profitability, the company philosophy, and the organizations desired public image. For example: Our mission is to become the favorite family dining restaurant in every neighborhood in which we operate. This will be accomplished by serving a variety of delicious tasting and generously portioned foods at moderate prices. Our restaurants will be clean, fun, and casual. Our guests will be served by friendly, knowledgeable people that are dedicated to providing excellent customer service. This mission statement describes the target market, which are families and the geographic domain of neighborhoods. It clearly states how it expects to be profitable by offering excellent customer service by friendly, knowledgeable people. When defining the mission statement it is important to take into account external influences such as the competition, labor conditions, economic conditions, and possible government regulation. It is important to remember however, that mission statements that try to be everything to everybody end up being nothing to anybody. Companies should have mission statements that clearly define expected shareholder returns and they should regularly measure performance in terms of those expected returns. If the major reason for a businesss existence is to make a profit then it stands to reason that expectations of profit should be included in the organizations mission. This means that management should reach a consensus about which aspects of the companys profit performance should be measured. These might include margin growth, product quality, market share changes, competitive cost position, and capital structure efficiency. A mission statement sets the boundaries for how resources should be allocated and what strategic and operational goals should be set. The mission statement should acknowledge the companys strengths and then inform employees where to direct their efforts in order to take advantage of those strengths. Before writing a mission statement organizations should take a look at how they are different from the competition, whether it is in technology, image and name brand, or employees. It can often be thought of as a recipe for success because it not only defines the organizations accomplishments but it also provides employees with directions to help them develop plans and look for opportunities for improvement. The organization defines what is acceptable behavior through the mission statement. Values and beliefs are the core of a strong mission statement. For example: Quality and values will secure our success. We will live by our values, have fun, and take pride in what we do. Our values are to maintain a work environment where people enjoy coming to work, to serve our guests and exceed their expectations, and to be profitable and result oriented. This mission statement is simple and straightforward. It does not, however, specify the products or target market. The mission statement also provides meaning to the organization by stating not only what goals the company wants to achieve but also why it wants to achieve these goals. It is not effective unless it is challenging and forces workers to establish goals and means to measure the achievement of those goals. A mission statement should inspire employees and get them involved in the organization. It has been called the glue that holds the organization together through shared values and standards of behavior. A mission statement should be relevant to the history, culture, and values of the company. Many statements refer to the social responsibility of the organization. For example, a company can show their concern for the community in the following: To be involved as good corporate citizens wherever we are around the world. We will treat customers and distributors with honesty, courtesy, and respect. We will respect and preserve the environment. Through all of this we will prove to be the worldwide leader in industry trade. One important issue in organizations today is the concern with diversity. While it is not a traditional point included in mission statements, more and more companies are including it because of the globalization of the economy and the increased diversity of the workforce. Before writing a mission statement, leaders in the organization must have an idea of what is in store for the future. This vision is the foundation for the mission statement. The vision provides a strategic direction, which is the springboard for the mission and its related goals. A vision statement differs from a mission statement. Vision statements are a view of what an organization is striving to become. For example: To bring back to neighborhoods all over America the importance of family unity. We will view ourselves as a family so these attributes will be carried over into our service. They guide an organization into the future while mission statements are a reflection of the present. Because vision statements are a glimpse into the future, they are often not realized for several years. Organizations go through many changes and can face times of confusion and uncertainty. Changes are not always expected or easy, so a well thought out vision statement will help everyone stay focused and meet the organizations goals. Some examples of well-known companies mission statements: Wal-Mart: To give ordinary folk the chance to buy the same thing as rich people. 3M: To solve unsolved problems innovatively. Walt Disney: To make people happy. Historically, these may have seemed arrogant. But consider the outcome of the following mission statements from each companys early days: Ford Motor Company: Ford will democratize the automobile. Sony: Become the company most know for changing the world-wide poor-quality image of Japanese products. Wal-Mart: Become a $125 billion company by the year 2000. WRITING A MISSION STATEMENT When creating a mission statement there are a few simple guidelines that can be followed. It is important to remember the basics so the mission statement stays simple and straight to the point. Some researchers agree that it should be kept to between 30 and 60 words, while others believe it does not necessarily have to be that brief. Some organizations have mission statements that are only one sentence, while others are a paragraph. An example of a mission statement that is limited to one sentence is Our business is selling houses and our mission is total customer satisfaction. At a minimum, each mission statement should answer the following three questions: (1) What are the opportunities or needs the organization addresses? (2) What does the organization do to address those needs? and (3) What principles and values guide the organization? In other words, defining the organizations purpose, business and values. Avoiding jargon and buzzwords will keep the mission statement clear and easy to understand. It should be universal and simple to comprehend for all employees in the organization. It should be unique and identify the organization. A mission statement is often what sets one company apart from the competition. It should outline the organizations competitive advantages and differentiate it from everyone else. Specific products/services offered as well as markets or customers should be included. Also a general business definition, behavioral standards, and desired competitive position can be added to a strong mission statement. EMPLOYEE INVOLVEMENT It is often helpful to allow company-wide input when creating a mission statement. This bottom up approach results in greater commitment to the organization and a better understanding of the organization. Employees from throughout the organization can help identify the core values of the company. In order to encourage employee participation, many companies have created competitions inviting employees to submit suggestions. Cash prizes are sometimes provided as an incentive for creative and inspirational statements. Some companies find it useful to invite customers to assist in writing a mission statement because they can provide an honest perspective. Another option is to review mission statements from other companies. This can help provide ideas as the writing process begins. It is important to keep in mind that there will be a draft process involved in creating the mission statement. Employees can often provide invaluable insight on how to improve on each draft. In the end, the mission statement should reflect the personality of the organization. Thus, each company should be creative and unique in developing its own statement. Creating a mission committee that consists of members of management, frontline employees, and customers is another way to begin writing a mission statement. The major benefit of this strategy is the inclusion of all areas of the organization to ensure that everyone is represented. Another benefit is that employees will be more willing to work toward accomplishing the mission if they know they had a voice in its creation. A top down approach can be effective in smaller organizations or even sole proprietorships. There is less time involved in creating a mission statement when it comes from the top. Also, many times frontline employees and lower level managers lack the insight necessary to see the big picture. They may not be able to conceptualize the entire organization and therefore miss important aspects of the business. Participation may not always be a good option for small businesses. In small businesses that are started by entrepreneurs the mission statement is generally a vision of an individual and therefore may not be negotiable. When the mission statement comes from upper management, employees are more assured of the organizations commitment to the statement. A word of caution should be noted when deciding whether to adopt a top down approach or a bottom up approach. If the mission statement is to be created with a wide variety of input from both employees and customers then it will take longer than a top down approach. There must be a sharing of views and ideas with compromises made. A consensus should be developed without the problems associated with groupthink. There is always the possibility that too much compromise will distort the mission statement and the end result is something different from the original intent. The top down approach is not always effective because it rarely consults employees when making important decisions. Therefore, although it is the fastest route to take it isnt always the most effective. While the mission statement should be able to change with the times it is also understood to have a certain degree of permanence. As new businesses begin to grow and hire more employees the mission statement should provide a strong sense of stability and a clear definition of the culture. A mission statement is worthless unless it has the support of the employees in the organization. It will only be successful if each employee commits to its success and internalizes it. Once the statement is completed it is extremely important that the organization not put it on the shelf to collect dust. It should be shared with the entire company. The introduction of the mission statement should come directly from top management in order to set the example. Organizations should be creative in making employees aware of the mission statement. Placing it strategically in locations where employees gather will increase awareness and remind them of the goals of the organization. Videos outlining the details of the new mission statement are often useful; however, it is critical that employees have the opportunity to discuss the statement with members of management. Setting up meetings with members of management and frontline employees can often help uncover areas where the company does not meet the standards set by the mission statement. Communicating the mission statement to customers will make them feel valued and important. It can be sent to customers in a mass mailing or posted on signs in areas those customers frequent. It sets forth the goals of the organization so customers know what to expect when doing business with the company. SWOT ANALYSIS SWOT is an acronym for strengths, weaknesses, opportunities, and threats. SWOT analysis is a strategic planning tool that helps an organization match its internal strengths and weaknesses with external opportunities and threats. SWOT analysis is important and useful in creating and executing the organizations mission statement. Often the best strategies for accomplishing the organizations mission are revealed through the SWOT analysis. The best strategies are those that take advantage of strengths and opportunities, offset threats, and improve weaknesses. Organizations should first begin by reviewing internal strengths and weaknesses. When analyzing an organizations strengths it is important to identify distinctive competencies or strengths possessed by only a few competing firms. These distinctive competencies often become the competitive advantages that are included in the mission statement. Distinctive competencies can be found in financial resources, quality products and services, proprietary technology, or cost advantages. Organizational weaknesses are skills and capabilities that prevent an organization from implementing strategies that achieve its mission. They can be problems with facilities, lack of a clear strategic direction, internal operating problems, too narrow a product line, weak market image, or the inability to finance changes. The next step is to identify external opportunities and threats. Organizational opportunities are circumstances in an organizations environment that if capitalized on will result in above normal increases in economic performance. Examples of opportunities are related to the possibility of adding a new product line, increasing market growth, or diversifying into related products. Threats are viewed as circumstances that give rise to normal or below normal economic performance. They can be found in the ease of entry of competitors, increased sales of substituted products, demographic changes, slowed market growth, or increased competition. EVALUATION Evaluation of the mission statement is necessary to ensure the organization is meeting its goals. If needed, new goals may have to be created in order to accommodate changes in the organization. It may be time to reevaluate what the organization is doing or where it is headed. This is a good time to think about entering into new areas or to begin doing things differently by rewriting part or all of the mission and vision statements. In evaluating an organizations performance, management must look at several different aspects of the organization. First, managers need to determine if the organizations plans are clearly linked to its mission statement and related goals. Plans should be developed for both the short run and long run. Secondly, assigning jobs that are directly related to the achievement of organizational goals will help ensure they are attained. The goals should be communicated clearly so employees understand what tasks need to be carried out and what the rewards will be. Finally, when evaluating individual performance, the information gathered should be recent and compared to established standards. Mission statements are often difficult to evaluate because they are written in a somewhat abstract form. They are, many times, not directly measurable and vaguely worded. 1 presents an example of how mission statements can be measured from the top of the organization to the bottom. Strategic goals are directly tied to the organizations mission statement and apply to the organization as a whole. Tactical goals are departmental goals that support the strategic goals. Finally, operational goals are written at the individual level. Each one of these makes it possible to measure the organizations mission statements. An organizations likelihood of accomplishing its mission is increased as it creates strong and measurable goals at each level. It is not necessary that the mission statement be measured in quantifiable terms. It may also be measured qualitatively. For example, We will answer all of our customers questions and if we dont know the answer, we will find out. While this is not a quantitative statement it can be measured by monitoring customer service calls and setting operational goals for employees that revolve around follow up and thoroughness. Mission and vision statements give organizations a focus and a strategy for the future. According to Bart and Tabone, they have become the cornerstones of organizations. They contribute to organizations success and can lead to increases in productivity and performance. They do not have to be reserved for the entire organization—each department or division can benefit from developing a mission statement, as long as they are not in contradiction to the companys overall mission. Preferably, an individual departments mission links it to the fulfillment of the overall company mission. Mission statements for functional departments provide the same benefits as they do for the entire organization. In conclusion, mission statements provide a sense of direction and purpose. In times of change and growth they can be an anchor and a guide in decision making. The benefits far outweigh the disadvantages and challenges when looking at the potential for increases in profitability and returns. Defining an organization by what it produces and who it satisfies are major steps towards creating a sound and stable mission statement. Setting a company apart from the competition is probably one of the biggest advantages. Whats the benefit of a mission or vision statement? What is a mission statement? According to Bain Company, mission statements are one of the most frequently used management tools. Organizations spend thousands of hours and dollars developing mission statements and then more resources again on public relations to unfold them to their stakeholders. This is not surprising when you review the often-stated benefits of mission statements: To communicate the direction of the organization. To help make day-to-day operating decisions. To keep the organization focused. To motivate employees. Many authors have a variety of beliefs of what should be included in a mission statement. Ireland and Hill (1992) state that the mission statement should include the organizations goals, purpose, product and market scope and philosophical views. Davies and Glaister (1997) believe that it should include the organizations statement of purpose and inspirational view for the future. While Jamieson and Justice (1999) state that the framework for the development of a mission statement should begin with the organizations primary purpose, target market, core products or services, critical values and measures of success. One of the better practical definitions has been provided by Bartkus, Glassman and McAfee (2000) who basically state a mission statement is a statement to communicate a description of the firm to its current and prospective stakeholders to determine if they want to be involved with it. The reality is, there is no one agreed definition of what should and should not be included in a mission statement. We believe a mission statement is a simple, short statement that clearly communicates the purpose of the organization to its stakeholders. Nothing more, nothing less. For practical purposes, many of the other aspects of mission statements cited above are actually found in other sections of an organizations planning documents. What is a vision statement? The delineation between vision and mission statements is far from clear. This is understandable when many of the benefits attributed to mission statements are also attributed to vision statements. Like mission statements, there are many definitions for vision statements. Warren Bennis describes a vision as something youll never forget. Tom Peters, in his book Thriving on Chaos, describes a vision statement as inspiring, clear and challenging, makes sense to the marketplace, stable but challenged, a beacon and control, empowering, prepares for the future, honors the past and is lived in the details. Both are useful definitions. We like to describe a vision statement as a picture of the future. While a mission statement talks about the organizations purpose, (i.e. direction), a vision statement talks about what the organization would like to be. The easiest and most practical way of simply delineating between a mission and vision is to describe the mission as the journey and the vision as the destination. How useful are these definitions? Although we have found these definitions to be simple and practical, there are two points to remember when discussing mission and vision statements during your strategic planning process: 1. There is no one accepted definition. 2. Agreement on the definition you use is more important than the definition itself. Do you really need a mission and vision statement? It depends. What you do need is to ensure that the organization has a direction and goal(s), that your key stakeholders support that direction and goal(s), and that your structure, resources and skills are aligned to facilitate moving in that direction and maximize your opportunity to achieve those goals. If you believe you need a mission and/or vision statement, then you probably do. However, just having a mission and/or vision statement, even if they are included in a planning document, posted on a plaque on the wall or provided to employees on business cards certainly does not, unto itself, ensure success. Mission and vision statements are management tools that if used appropriately, have the potential to help improve your organizations probability of success. However, its important to keep in mind, that these are only two of the many tools available to your organization in the development of your strategy. Many small business owners never take the time out to explore their reasons for being in business. They are so caught up in day-to-day activities they fail to see the big picture. So what are the benefits of having an articulated Vision, Mission and Objectives for your business? Actually, it all starts one step removed from this. It really starts with establishing your core values. Lots of people in their middle years instinctively know what their core values are but they cannot tell you what they are when questioned about it. Core values are what get you up out of bed in the morning; a strong work ethic; a desire to contribute; the need to support your family; respect for your fellow workers or subordinates. They are the driving force in your life. They are immutable and do not change over time. Once you have gleaned what your core values are, then you can move on to establish what your Vision is. Your Vision is your long term goal. It can embrace your business and your personal life. It may be something like building your business into a $10 million asset that you can sell aged 60 and retire to a beach house in Florida. It could be to create something of value that you can pass on to your children. It might even be to create something that offers benefits to your community that will outlive you. It can be deeply personal. Your Mission flows from your Vision. Your Mission is a written statement that provides a clear sense of direction to all of the stakeholders in your business. It embraces the commitment of the company to staff, customers, and the community at large. It may articulate the company ethos, core beliefs of the owners, service levels, quality, excellence, training and commitment. It should be a shared set of standards and beliefs that all of your staff buy into and live every day. Setting objectives is the next stage of the process. It is all about how you deliver on the promises made by your Mission. If you have clarity in both your Vision and Mission, it is easy to decide on the objectives. Objectives may be set for each key area of your business along with a time-line for completion. They may be corporate, product, market, sales, financial, operations, or staff related or any combination of these. As you can see, this is a trickle down system with higher level aspirations that flow down to every level of the business and become the glue that holds everything together. The benefits are clear and unambiguous. It is a team building exercise that creates focus and commitment that can drive a business forward. Every step you take is in pursuit of your articulated end game. In just over a decade, CN Rail has gone from money-losing crown corporation to one of the top railroads in North America. Employees follow a strong company culture incorporating five values that revolve around customer service, balancing service with cost control, and the safety and development of its employees. Not surprisingly, corporate culture starts with president and CEO Hunter Harrison and works its way down through the companys 22,000 employees. In the 2006 Canadian Corporate Culture Study conducted by executive search firm Waterstone Human Capital, 92% of executives defined corporate culture as the behaviours of people and the values of the organization. The leaders of these major Canadian corporations almost universally agreed that a healthy corporate culture is critical to success and that culture has an impact on organizational health and financial performance. In our last article we wrote about the three-stage process of defining that corporate culture. In this weeks article well look at the importance of aligning your corporate culture with your business strategy and how to communicate that throughout your entire organization. At CN, values are a core part of the companys corporate culture. These values, along with behaviours such as passion and integrity, run throughout the organization and CN regularly communicates them to all its employees. One way Harrison did this was by publishing How We Work and Why, a hardcover distributed to all employees two years ago. The railroad also regularly runs three-day motivational retreats for executives called Hunter Camps. Led by Harrison and Les Dakens, SVP people, the Hunter Camps not only teach leadership skills and reward managers for a job well done, but they also serve to reinforce the companys values and employee behaviour. The goal, says Dakens, is to have 2,000 employees go through these camps by the end of 2008. In addition, CN last year introduced performance scorecards for all its employees. The performance appraisal recognized and evaluated employees against the companys values. A lot of these people have never had this formal kind of written recognition that they do a good job, says Dakens. According to the Corporate Culture study, 51% of organizations surveyed use everything from company events and town hall meetings to intranets and informal gather

The Woman Warrior :: essays research papers

The Woman Warrior The most important theme that really stood out to me was the talk stories. The whole book mainly deals with the talk stories. The second theme that I felt that had a major impact in this book was ghost. Ghosts have an impact because the stories that are told about them that affect the kids resulting in their isolation from society. These themes are very important in The Woman Warrior because they help the narrator’s life and unite the stories of the book. Talk stories to me, seem to have a major impact in the lives of Chinese people. These talk stories teaches the children valuable lessons; each different from each culture. The talk stories make the children fear or learn from the mistakes or triumphs of the characters in the talk stories. These stories have major impacts on the main character of The Woman Warrior. She learns what to fear, like ghosts, and having a child without being married and also learned to stand up to what she feared or believed in. The story of the aunt is the first talk story we learn about in this book. The aunt who had a child before marriage was treated as a outcast. This teaches the girl not just to avoid getting pregnant before marriage, but to avoid embarrassing the whole family. This story though, grows weaker for the girl as she rebel at what her mother wants her to be. She tries to be the best she can be and looks for her mother’s praise but all she got was â€Å"you’re too ugly† or â€Å"you talk like a duck†. She starts to question these stories as these talk stories become very confusing in the life of the girl. The second talk story was clearly still in the mind of the girl when she grew up. The story was about Fa Mu Lan who joined the army as a girl to rise up to be a hero when female weren’t allowed in the army. This is good story that really matched up to what the girl represented when she grew up. Fa Mu Lan went against the rules of being a woman in China and triumphed to be one of the greatest heroes of China. The girl decided to be like Fa Mu Lan and break tradition by rebelling against her mother. Ghosts seems to be very important in the story of this book. Ghosts plays a major part because of the way they are used as to isolate the children or to make them stand up against a foe.

International Business Essay -- International Business Management

International Business Question No 1: Describe the four basic levels of international business activity.Do you think any organization will achieve the fourth level?Why or why not. Question No 2: For each of the four globalization strategies, describe the risks associated with that strategy and the potential returns from that strategy. __________________________________ Answer for question No 1: The four general levels of international buisness activity are: 1.  Ã‚  Ã‚  Ã‚  Ã‚  Domestic business 2.  Ã‚  Ã‚  Ã‚  Ã‚  International business 3.  Ã‚  Ã‚  Ã‚  Ã‚  Multinational business 4.  Ã‚  Ã‚  Ã‚  Ã‚  Global business. Domestic Business: Is the one that acquires all of its resources and sells all of its products ot services within a single country.(8/143) Interational business: Is the one that is based primarily in a single country but acquires some meaningful share of its resources or revenues (ot both) from othe countries. (8/143) Multinational business: The one that has a worldwide marketplace from which it buys raw mateials, borrows money, and manufactures its products and to which it subsequently sells its prducts.(8/143) Global business: Is the business that transcends national boundaries and is not committed to a single home country.(8/143) In my opinion there is no opportunity for a business to achieve this level of Iinternationalization.The reason is that all business in all over the world are controled by the government which are committed.There is no way for a business ...

Pollution Essay: Forests Counter-Act Global Warming :: Environment, Climate Change

An important ecosystem service provided by forests is the ability to counter-act the effects of global warming. Carbon dioxide, a contributing factor to global warming, is taken up by the plants and vegetation contained in forests through photosynthesis and the resulting carbon is stored in both living and dead plant biomass. This process, known as carbon sequestration, greatly reduces the potential for global climate change (IPCC 2001). Forest cover also affects the albedo, that is, the proportion of incident solar radiation that is reflected by the earths surface. The dense green coloured canopy of tropical forests have a low albedo when compared with grasslands or deforested areas. This allows for more incident solar radiation to be absorbed and cooler air termperatures (O’Brien 1996). Perhaps the most important ecosystem service provided by forests, which is a basic requirement for life, is the supply of clean water. Forests facilitate the storage of clean water through filtering precipitation through the tree canopy. This, in effect, slows the rate at which precipitation collects at the ground surface allowing it to remain unsaturated. It is estimated that over 2/3 of the clean water supply is United States is contained within stream water, which was filtered through forests, with a direct value exceeding $27 billion per year (Snail 2009). This clean water can be captured and stored in watersheds that in turn, can be used for variety of purposes including agriculture, municipal drinking water, recreational activities and habitat for wildlife. Global forests provide habitat for wildlife, which in turn, contribute to the maintenance of ecological processes. Wildlife is directly utilized by humans for hunting, observation and ecotourism. However wildlife is considered an important ecosystem service because of its indirect contribution to many other ecological processes. Wildlife plays an important role in the pollination and seed dispersal of crops. Eighty percent of the world 1,330 cultivated crop species are pollinated by wild pollinators who typically live in forested regions (Abroamorvitz 1997). Additionally wildlife plays an important role in biologically controlling pest populations, specifically in timber species (Snail 2009). Works Cited Wiersum, K.F. 1984. Surface erosion under various tropical agroforestry systems. In: O’Loughlin, C.L. and Pearce, A.J. (eds.) Proceedings Symposium on Effects of Forest Land Use on Erosion and Slope Stability.

The Philippine Local Fiscal Administration in a Decentralized Setup

Decentralization in the Philippines took three forms- devolution, deconcentration and delegation. As Carino affirms, the framers of the 1987 Constitution institutionalized decentralization with the end-view of realizing democracy and development especially at the grassroots level. Devolution paved way for the transfer of political power from the central government to the local government units.This transfer of power and functions was accompanied by the provision of a higher Internal Revenue Allotment (IRA), broader tax base and a just share in the national wealth to finance devolved responsibilities and provision of various goods and services. This was accompanied by deconcentration which is the transfer of administrative powers and functions from central offices of government agencies to the field offices at the regional, provincial, and municipal/city level.In consonance with the concept that local government units are more responsive to the needs of their communities, deconcentrat ion was institutionalized vis-a- vis devolution as a means for national government agencies (NGAs) to provide assistance to LGUs by setting standards in the implementation of various programs and monitor the operation and services of the LGUs along the different socio-economic and political dimensions.Contrary to the past practices wherein the central government through the national government agencies (NGAs) exercises a degree of control in the implementation of programs at the LGU level, deconcentration aims to lessen, if not remove, the control from the national government and replace it with supervisory functions. Ideally, through deconcentration, NGAs set standards and supervise LGU’s provision of various services to the community (i. e. DOH and LGU health services).Decentralization in the Philippines also took the form of delegation, or what other author calls as â€Å"debureaucratization†. This was the result of the surmounting clamor for participatory governanc e and active citizenship during the ouster of the late President Ferdinand Marcos through the People’s Power Revolution and even prior to and after the said historic event. The author of the Consitution saw it fit, as a response to the call of the times, to put greater emphasis on the involvement of non- government organizations, people’s organizations, and the private sector in governance.In this way, democracy and development was believed to be realized when the voices of the marginalized, poor and other people aggrupations are heard and considered in decision-making at the different government level. In contrast to the experience of other countries, decentralization in the Philippines took a complete form. This may be attributed to the political atmosphere in the 1980’s- 1900’s conducive to decentralization and democratic form of government. Colombia deconcentrated its state services but placed a limit in the delegation and devolution of powers.Same ca n be said with the experiences of Mexico and Togo. The Philippines also has a legal framework conducive to democratic decentralization. Decentralization throbs in the Article X of the 1987 Constitution where the Congress is mandated to enact a Local Government Code which â€Å"shall provide for a more responsive and accountable local government structure instituted through a system of decentralization†. Countries like Spain and China lack this legal framework despite substantial decentralization.This means that decentralization in the Philippines possesses a degree of â€Å"permanency† that would ensure the continuity in LGUs’ exercise of devolved powers and functions. In the words of Katorobo, decentralization in the Philippines has a â€Å"more stable environment† (Katorobo, 2004). The system of decentralization in the country is also more responsive to the needs of the local community. Unlike the experiences of India, China and Russia where powers and functions were only devolved at the state and regional levels, decentralization in the Philippines reaches down to the basic unit of government, the barangays.Due to our country’s bent towards democracy, the Philippines has a â€Å"higher form of decentralization† as compared to other countries (Ibid. ). The central government has transferred more powers and functions to the local governments and has provided more avenues for civil society engagement in local governance. Role of Local Fiscal Administration in a Decentralized Setup The transfer of powers and functions to local government units (LGUs) necessitates the transfer and redistribution of financial resources. LGUs need sources and means to finance devolved services.Thus, the Local Government Code of 1991 provided LGUs with an increase in the IRA share, broader tax base, and a just share in the national wealth. The redistribution of financial resources is essential for LGUs to realize local development as more r esponsive services are provided to the community. Local fiscal administration plays an important role in the attainment of local development as well as in the attainment of national goals. LGUs have to maximize powers and functions particularly their taxing powers and other functions in line with revenue generation and resource allocation to hasten development at the local level.A good local fiscal administration is needed to realize inclusive growth and poverty reduction as outlined in the Philippine Development Plan 2011- 2016. Improvements in the different aspects of local fiscal administration- systems, structures, processes, officials and personnel, and policy environment- is a means for the local government to obtain higher income levels to finance local government operations and services intended to uplift living conditions in the communities.As stated in the Handbook of Local Fiscal Administration in the Philippines by Celestino, et. al. , these improvements may come in the form of new technology, good staffing patterns, adequate skills of personnel, heightened awareness of LGUs of available credit facilities, enhanced capacity of LGU for development planning, and the presence of political will among others.These contribute to increased LGU revenues and improved delivery of services to the community. Ultimately, poor living conditions and issues on human development (i. e.  health diseases, malnutrition, illiteracy, unemployment, underemployment, environmental degradation, etc. ) are addressed when LGUs are able to provide more than adequate services. Improvements along these areas have an intrinsic value to the society. A healthier and educated population is a way of eradicating poverty. Same is true with the provision and generation of jobs at the local level. Same can be said with efforts to protect and preserve ecological balance in any given community. These contribute to the achievement of inclusive growth and eradication of poverty.Local Fisca l Administration 20 Years after the Code’s Enactment A closer look at the 20- year Philippine experience of decentralization,however, shows that the country has succeeded only to a certain extent in its decentralization efforts. Llanto, in his discussion paper, â€Å"The Assignment of Functions and Intergovernmental Fiscal Relations in the Philippines Twenty Years after Decentralization†, has observed that expenditure responsibilities with benefits confined within the territorial jurisdiction of local governments were correctly assigned to LGUs.By these, he means that the Code correctly devolved functions and responsibilities on social demands and concerns that LGUs are in the best positions to respond to. He also mentioned that the Code ensured a clear tax- expenditure assignment. Nonetheless, despite success stories on decentralization particularly on local fiscal autonomy, Llanto observed pressing issues that need to be addressed if the country has to succeed in its decentralization efforts. These issues are: 1. The conduct of regular local public expenditure review 2. The use of poverty index, human development index, or resource indicator instead of the equal sharing criteria. 3. The improvement of local tax administration. 4. The review and updating of local tax codes. 5. The institutionalization of a monitoring and reward system to recognize good local government performance in fiscal administration. 6. The avoidance of the imposition of unfunded mandates by the identification of source of funding apart from the coffers of the local government units 7. The alliance building/ resource pooling among LGUs for activities and services with inter-jurisdictional spillovers.There is still a lot of work to be done in our pursuit of successful decentralization and the attainment of local development. Legislators and other policy makers have to pause and seriously consider the issues which surfaced in our first 20 years of decentralization. I believe that if we are to make any progress, incremental steps have to be taken towards countering these issues and challenges. And there is no importune time than the present to start providing interventions to the multiple concerns that confront the Philippine decentralization system.

Comparing and contrasting the poems Essay

The poems ‘Vultures’ by Chinua Achebe and ‘What were they like? ‘ by Denise Levertov are the same in that they both about war and conflict between two different tribes or regions within one country. Both poems reflect the effects of war and how can dramatically change history. Chinua Achebe uses vultures to explore his thought and ideas of war. He starts by introducing us to their foul diet of dead humans and animal flesh, and then they appear to care and love for one another. Achebe feels that people should be hopeful that the goodness and love will one day overcome the evil inside others an that deep down there lies goodness and love in even the worlds most evil people, like Aldolf Hitler for example. Vultures is about the Biafran War in Nigeria which began in 1967 between the Hausan and Yoruban tribes. The poem is also about the concentration camps in Belsen. The theme of the poem is to show a contrast between good and evil. The poet uses metaphoric images of vultures to describe how a person or creature can be horrible and disgusting and do evil, horrific things but somewhere deep down inside there is a tiny speck of goodness and love. ‘Thus the commandant at Belsen Camp going home for the day with fumes of human roast clinging rebelliously to his hairy nostrils will stop at the wayside sweet-shop and pick up a chocolate for his tender offspring’. This stanza is clearly contrasts good and evil. A tremendously evil man who spends his days slaughtering innocent families will go home to his family with goodies for his children and where he is a completely different person, a caring father and a loving husband. The theme is similar to that in the poem ‘What were they like? ‘ The US Forces killed many innocent men, women and children and caused devastating affects to the countries land and lives of millions in order to win a war. Only when they realised the terror they had caused and that it was too late, they withdrew they part in the war returned home to they families to live happily ever after. Although the themes of the poems are practically the same each poet delivers their point in different ways and also describes different aspects of war. Chinua Achebe choose to describe war from the side of the commanders and soldiers and Denise Levertov choose to describe war from the side of the countries people and how war effected them. The meaning of each poem lives up to the titles. By reading the title ‘Vultures’ you immediately think of the scavenger creature. And ‘What they were like?’ a phrase like this will be used to describe how something or someone was meaning they are no longer like that. In the poem ‘they’ are no longer the way they were because ‘they’ have been killed and forgotten about, ‘they’ meaning the peasant of Vietnam during the war. Denise Levertov uses the word ‘Sir’ more than once. I think she choose to use this word to show how soldiers would address their commanders. Denise Levertov uses a unique structure for the poem. She uses a sequence of numbered questions followed by the answers. The questions are to the point and reflect the innocent lives of the poor peasants living in Vietnam at the time of the war. Chinua Achebe’s poem seems to be set out in four verses but actually it is two. The verses are separated by the word ‘Strange’. Between lines 21-40 Achebe uses emphasis (†¦ ) to show that it’s continuing but then he moves the subject to show there’s something missing. Like this phrase ‘in easy range of cold telescopic eyes†¦ Strange indeed how love in the other ways so particular’, he seems to be observing the animals from a distance. At first he has just finished describing the nasty side of the creature then it’s as if his is interrupted by what we see as strange behaviour for a vulture, where they show each other love. Denise Levertov wanted to put across the fact that no justice was bought to those who lost their lives due to war, instead they were silenced; she felt very strongly about this a put her view down very straight forward. Her questions are to the point but the questions are a bit vague, they have a deeper mean than they appear. In Levertov’s poem she says ‘their singing resembled the flight of moths in the moonlight. Who can I say? It is silent now’. This reflects how people especially the men who caused the suffering, would rather forget the horrendous images of dying innocence and pretend it never happened. For example, ‘Sir, their light hearts turned to stone. It is not remembered whether in gardens stone lanterns illumined pleasant ways ‘ this means that it is not remembered because when the land was bombed the people and land was burnt down to nothing. The poems appear on the outside to be about simple ideas but between the lines there are some powerful thoughts. Vultures seem to be about the disgusting creature, Chinua Achebe uses them only to comment of a particular type of people. In what were they like? It seems to be only about individuals-the peasants but it’s really about big political events. Vultures symbolises people who benefit from others who are suffering and again this also contrasts with the Northern Communists in Vietnam who won a brutal war at the expense of innocent people.